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Copyright © 2019 Accenture All rights reserved.
Mythos? Eigenverantwortliche Teams, Organisation, Planung und Transparenz beicrossfunktionalen Teams
1
Copyright © 2019 Accenture All rights reserved. 2
CONTACTS
Henrik Gruber
Senior Agile Coach
Accenture GmbHBörsegebäude, Schottenring 16AT – 1010 Wien
Mobile: +43 676 872 033 951
Mail: [email protected]
Yasi Schneidt
Scrum Master / Agile Coach
Accenture GmbHBörsegebäude, Schottenring 16AT – 1010 Wien
Mobile: +43 676 872 033 994
Mail: [email protected]
Copyright © 2019 Accenture All rights reserved.
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How is this team doing? How do you know that?
VISUALIZE AND LIMIT WORK
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Today
HOW IS THIS TEAM DOING? MENTIHOW DO YOU KNOW THAT?
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BUSINESS HAS CHANGEDPROJECT MANAGEMENT HAS CHANGED
• In 1975 physical assets (plant, property, and equipment) made up more than 80% of the market value of the S&P 500
• Today intangible assets make up over 80% of the S&P 500’s market value
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PRODUCTS / SERVICES TODAYHAVE SHORTER LIFE SPANS
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Bureaucracies… Robust, yet Fragile
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A NEW WAY FORWARD…
“However beautiful the strategy, you should occasionally look at the results.”
Churchill
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MANAGERS NEED TO BE LEADERS –YET IN A VERY DIFFERENT WAY
Presenters, talking about their strategy
Managers steering top down with structure and consistency
Innovators, enabling the people around them to (re-)invent & deliver excellence
Bosses, telling their staff what to do (and think)
Experts, adding command & control to their functional skills
Leaders, winning followers for a purpose
Listeners, understanding customers & employees and ecosystem
Partners, teaming up with fellows they guide
Owners of exclusive knowledge and resources Knowledgeable network-knot, sharing insights, contacts…
WHAT THE PAST REWARDED… WHAT MATTERS NOW…
Controlled Narrow Skills Individual HeroesObligated TrustedSelf-organizedContinually developedMulti-skilledResponsible Collaborative Teams
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FROM MANAGING INDIVIDUALS & TEAMS
TO CONTINUOUSLY IMPROVING
THE ORGANIZATIONAL ENVIRONMENTS IN WHICH INDIVIDUALS & TEAMS OPERATE
THE JOB CHANGES: LEADERSHIP
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SCOPE
PROJECT MANAGEMENT CHANGES
SCOPEBUDGET
BUDGET
TIME
TIME
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VALUE DELIVERED
Ability to innovate up to 29%
increased1
Product delivery accelerated up to
67%1
Business and IT alignment improved
up to 64%1
Productivity increased by up to 26%1
Employee engagement increases by
61% through less formal structures and
higher decision making power2
Employee turnover is reduced by over
20%2 through increased employer
attractiveness
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2
3
1: SOURCE: Gartner (2017), Survey Analysis: Survey Analysis: Agile Now at the Tipping Point | 2: SOURCE: Gallup (2017), Gallup’s State of the American Workplace 2017 Report
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AGILE ENTERPRISE
Agility as
value driver
▪ Rapid prototyping
▪ Employee
empowerment
▪ Lean governance
Agile operating model
▪ Optimized time-to-market
▪ Quick value realization
▪ Improved quality early
▪ Higher effectiveness
BUSINESS
VALUE
5
TODAYS LEADERS EMBRACE AGILITYAS A CATALYST FOR EFFECTIVE VALUE DELIVERY & GAME CHANGER
Copyright © 2019 Accenture All rights reserved.
Source: https://hbr.org/1986/01/the-new-new-product-development-game
HISTORY OF SCRUM
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WHY DID WE GET STUCK? THE INVISIBLE ROOT PROBLEMS...
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Case StudyTelecommunications Industry
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RELEASE BURNUP CHART
**
Release Burnup (Oktober 2018)
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VALUE CREATION
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FROM MANAGING DEMAND AND
ORCHESTRATING SUPPLY TO OPTIMIZING FLOW
SEPARATE DEMAND FROM SUPPLY
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Histogram
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METRICS FOR TIME 2 MARKET
Customer Lead Time
→
Flow Efficiency
Lead time
Cycle Time* 100
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Capacity and Demand
------→
Histogram
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METRICS FOR PROGRESSCumulative-Flow Diagram
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Agile Transformation Scope
AGILITY IS A FUNDAMENTAL CHANGE THAT
ALL KEY AREAS NEED TO BE ADDRESSED FOR A SUCCESSFUL AGILE ENTERPRISE TRANSFORMATION
ARCHITECTURALMODULARITY
FAST PACEDOPERATING MODEL
NEW TECHNOLOGY, METHODS AND TOOLS
Change needs to happen at and bedriven by the top level of the company, from where it should be exemplified (Cultural & Mindset Change, Skill Enablement, Lean Hierarchies)
A decoupled, agile, future-readyarchitecture and an integrated
ecosystem are enablers (API Architecture, Digital Decoupling,
Evolutionary Architecture)
Bridge the gap between Businessand IT and foster close collaboration in agile teams (Innovation Enablement, Lean Governance and Delivery)
Foundational new technologies(Cloud, Big Data, …) and technology enablement
for new ways of working (Agile, DevOps, Lean)
BUSINESSVALUE
AGILE LEADERSHIP, CULTURE, WORKFORCE & ORGANIZATION
IMPACTS THE ENTIRE ENTERPRISE IN 4 WAYS
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trans·for·ma·tionˌtran(t)sfərˈmāSH(ə)n/
noun
a thorough or dramatic change in form or appearance
synonyms: change, alteration, mutation, conversion, metamorphosis, transfiguration, transmutation, sea change;
• a metamorphosis during the life cycle of an animal
• the induced or spontaneous change of one element into another by a nuclear process
Copyright © 2019 Accenture All rights reserved.
OUR AGILE EXPERTS @ AGILE AMPED
3 Key Capabilities for Agile Leaders | Business
Agility SeriesClarity of purpose, control without controlling, and designing for flow – these are three
capabilities that are essential for Agile leaders to possess, according to Agile trainer and coach,
Phil Abernathy. “Empowered teams are more dangerous if there is no clarity…[and are] nothing
more than powerful horses pulling in different directions,” says Abernathy. The difference between good companies and great companies is discipline – they are not chaotic…
Your Budgets are Undermining Your Values |
Business Agility SeriesBogsnes champions the Beyond Budgeting movement, which might very well have been called
“business agility” – because it is about so much more than just budgeting. It encompasses
leadership and management, taking a holistic view of the organization and particularly casting a
new light on the dysfunction of budgeting cycles.
What is Agile Portfolio Management?Traditional portfolio management assumes an infinite supply of knowledge worker’s capacity. It also
plans for 100% utilization (which is impossible) using full time equivalents, and part time people
introduce a lot of context switching.
These are two big problems.Instead, Barton recommends building teams of people as enduring
corporate assets, and then focus on maximizing the return on those assets – what we call return on
team. Portfolio management in a traditional sense has the tendency to break up teams, which in
turn crushes Agile. Melberg likens this to the cost of infrastructure for tearing down an office building
each time a new project is started, yet companies do this to their people all the time.
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REGULARLY DISCUSS RECENT TRENDS; EXPERIENCES AND FOCUS AREAS IN AGILE TRANSFORMATION
Copyright © 2019 Accenture All rights reserved. 25
Henrik Gruber
Senior Agile Coach
Accenture Solutions GmbHBörsegebäude, Schottenring 16AT – 1010 Wien
Mobile: +43 676 872 033 951
Mail: [email protected]
Yasi Schneidt
Scrum Master / Agile Coach
Accenture Solutions GmbHBörsegebäude, Schottenring 16AT – 1010 Wien
Mobile: +43 676 872 033 994
Mail: [email protected]